MINISTRY OF DEFENCE Manatῡ Kaupapa Waonga - STATEMENT OF INTENT
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G.4 SOI (2021)
G.4 SOI (2021)
MINISTRY OF DEFENCE
Manatῡ Kaupapa Waonga
STATEMENT OF INTENT
Tauākī Whakamaunga Atu
2021-2025
defence.govt.nz
Published in October 2021 on the Ministry of Defence website: defence.govt.nz
ISSN: 2463-6436 (online only)
The Ministry of Defence administers the Defence Act 1990.
This page: Ministry staff working on a new organisational strategy
Cover page: Aerial imagery of the P-8A hangar construction at Ōhakea in September 2020
Crown Copyright © 2021, with images by the New Zealand Defence Force and Ministry of Defence.
This copyright work is licensed under the Creative Commons Attribution 4.0 International licence. In
essence, you are free to copy, distribute and adapt the work, as long as your attribute the work to the
Crown and abide by the other licence terms. To view a copy of this licence, visit
https://creativecommons.org.
Any use of flags, emblems, names or works protected by the Flags, Emblems, and Names Protection Act 1982
must not infringe on the provisions of that Act.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025
CONTENTS
Foreword by the Minister of Defence He mihi nā te Minita Kaupapa
Waonga 4
Introduction by the Secretary of Defence He kupu whakataki nā Te Tumu
Whakarae mō te Waonga 5
The Government’s Direction for Defence Te Aronga a te Kāwanatanga
mō ngā Kaupapa Waonga 7
Our Role Tā Mātou Mahi
9
Our Strategic Direction Tō Mātou Aronga Rautaki
15
The Ministry’s 2021-2025 Strategy 17
Supporting talented and diverse people Te taunaki i ngā tangata
ihumanea matahuhua 18
Informing decisions with strategic insight Te whakamōhio i ngā whakatau
mā te rautaki 19
Delivering to strengthen national security Te koke kia kaha ake ai te
haumarutanga ā-motu 23
Engaging New Zealanders on defence Te whakatoro i te kaupapa
waonga ki a Ngāi Aotearoa 30
Our Capability Ō Mātou Āheinga
31
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 3
FOREWORD BY THE MINISTER OF DEFENCE
HE MIHI NĀ TE MINITA KAUPAPA WAONGA
Manatū Kaupapa Waonga safeguards I looking forward to working with the Ministry and its
New Zealand, by keeping the Government staff, alongside the New Zealand Defence Force, to
appraised of changes in the strategic environment, progress the priorities in the Defence portfolio.
providing policy advice to support Government
decision making and delivering investments in
capability for the New Zealand Defence Force.
The Ministry of Defence’s assessment of the
strategic environment, and advice on possible
implications for New Zealand’s interests and
Hon Peeni Henare
Defence Force capabilities, will enable Defence to
Minister of Defence
be well placed to respond to global security
challenges. Minita Kaupapa Waonga
The Government is focussed on Defence people
and prioritising investment in key infrastructure to
support Defence Force activities. In investing in MINISTERIAL STATEMENT OF
infrastructure in New Zealand, Defence has a vital RESPONSIBILITY
role in supporting the New Zealand economy.
I am satisfied that the information on strategic
The successful delivery of significant new intentions prepared by the Ministry of Defence is
capabilities for the New Zealand Defence Force will consistent with the policies and performance
be a key activity for the Ministry over the next few expectations of the Government.
years. One of my first acts as Minister of Defence in
December 2020 was to attend an official sod-turning
ceremony for Te Whare Toroa at Ōhakea Air Force
Base. This is the site for the new hangar to house
5 Squadron and the new P-8A Poseidon maritime
patrol aircraft that will start to arrive in 2023.
The first of five new C-130J-30 Hercules transport Hon Peeni Henare
aircraft are due to arrive in 2024. This project also Minister of Defence
includes a flight simulator and other supporting Minita Kaupapa Waonga
infrastructure to replace the existing fleet.
These and other projects being delivered by the
Ministry are important to ensure that the Defence
Force is well equipped and positioned for the range
of tasks required of it by Government.
The Ministry will also continue to work with the
Defence Force to implement the recommendations
from the Operation Burnham Inquiry, including the
establishment of a new independent Inspector-
General of Defence.
Another core focus area for the Defence portfolio is
working with our international partners, particularly
in the Pacific. While maintaining people to people
Minister of Defence, Hon Peeni Henare (right), at the April 2021
links throughout the pandemic is challenging, it is
opening of Te Pokapῡ Whakauru Māia, the Capability Integration
important that we keep in touch and continually look Centre at Linton Army Camp
for new opportunities to work together.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025
INTRODUCTION BY THE SECRETARY OF DEFENCE
HE KUPU WHAKATAKI NĀ TE TUMU WHAKARAE MŌ TE WAONGA
The Ministry of Defence, Manatū Kaupapa Waonga, The Ministry’s people are its greatest asset. We will
Statement of Intent 2021-25 articulates the develop a new People Strategy that ensures our
Ministry’s new strategy and priorities for the next talented staff continue to be developed and we have
four years. This includes a new purpose, vision and a diverse work force that feels valued and included.
areas of focus for the Ministry.
In line with government expectations the Ministry
The new strategy was developed through a process will operate in ways that maintain public trust and
involving all staff and will ensure that the Ministry is confidence, embody and promote New Zealand
well positioned for the future. values, and contribute to an international reputation
we can be proud of. We will work with the NZDF to
Our new purpose is Safeguarding New Zealand; Kia
implement the recommendations of the Operation
tū pakari ai te pā tūwatawata o Aotearoa.
Burnham Inquiry, the Expert Review Group
We safeguard New Zealand through the advice we conducted in response to the Inquiry, and the
provide government on defence policy, our establishment of an Inspector-General of Defence.
assessments of the security environment, and how The Ministry will also be enhancing its public
we should respond to regional and international communications and increased transparency of
security challenges, for example with deployments Defence decisions.
of our Defence Force.
The Ministry and its staff are focussed on
The Ministry plays a critical role in ensuring that the responding to the challenges of the current global
New Zealand Defence Force (NZDF) is well environment and through our work, safeguarding
equipped to conduct the tasks asked of it by New Zealand.
government to safeguard New Zealand, with around
$5.8 billion worth of capability projects under active
management. This includes the replacement of the
Air Force’s maritime surveillance and strategic airlift
platforms, which will be delivered within the duration
of this plan.
Andrew Bridgman
Our new vision is Thought leaders strengthening Secretary of Defence
national security in an uncertain world; Ko mātou Te Tumu Whakarae mō te Waonga
ngā kaitātaki whakaaro e whakakaha ana i tō tātou
haumarutanga ā-motu i tēnei ao pāhekeheke.
The global security environment has become
substantially more challenging and this trend is
likely to continue in coming years. The COVID-19
pandemic has intensified and accelerated pre-
existing trends, in addition to its substantial direct
impacts on human health, wellbeing, and the
economy.
A new focus for the Ministry is to strengthen our
capabilities to utilise data insights to inform Defence
advice. We will also continue to build our
understanding of military matters and experience in
engaging the NZDF, to inform our advice.
Engagement with international and domestic The New Zealand Army performs a Death Gun Salute for the
partners, including the Defence Industry is an passing of HRH Prince Philip, Duke of Edinburgh. This included
the Minister of Defence, Chief of Defence Force and Secretary
essential element of our work and we will be
of Defence (front)
progressing new initiatives in this area. In particular
we will be looking for opportunities to assist our
Pacific partners address security challenges
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 5
CHIEF EXECUTIVE STATEMENT OF
RESPONSIBILITY
In signing this statement, I acknowledge that I am
responsible for the information on strategic
intentions for the Ministry of Defence. This
information has been prepared in accordance with
section 38 and section 40 of the Public Finance Act
1989.
Andrew Bridgman
Secretary of Defence
Te Tumu Whakarae mō te Waonga
P-8A hangar construction at Royal New Zealand Air Force Base Ōhakea in July 2020
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025
1
THE GOVERNMENT’S DIRECTION FOR DEFENCE
Te Aronga a te Kāwanatanga mō ngā Kaupapa Waonga
●●●●
2
Transfer of COVID-19 vaccines and medical supplies by Defence Force personnel to the Nukunonu Atoll in the Tokelau Islands
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 7
Defence is made up of two agencies: the Ministry of To lay the foundations for a better
Defence and the New Zealand Defence Force. The future: The most important Defence
Ministry contributes to the achievement of Defence 3 capability is people. This includes
outcomes by: looking carefully at gender equity,
diversity and inclusion. This will ensure that the
providing the Government with policy advice
Ministry reflects the community it serves.
concerning defence and security issues,
Implementing the recommendations of the Report of
including the security environment, the military
the Government Inquiry into Operation Burnham
capabilities of the Defence Force, the
and related matters will ensure Defence structures
deployment of military forces and the conduct
and processes are robust, fit for purpose as well as
of international defence relations
transparent and accountable into the future. Ministry
delivering major platforms and items of military assessments, advice and engagement with
equipment for use by the Defence Force when international partners contributes to ensuring a
undertaking defence and security tasks secure, stable, and resilient region and that
New Zealand can make contributions to global
undertaking audits and assessments to
security into the future. The Ministry’s work on
examine and help improve Defence efficiency
engagement in the Pacific is an important part of
and effectiveness.
this.
The Government has set three key objectives:
To deliver on government policy intentions, the
To keep New Zealanders safe from Defence agencies undertake long-term planning to
COVID-19: The New Zealand Defence allow for sustainable, high-value investments to be
1
Force’s continued provision of considered.
approximately 1,200 personnel to the
Delivering on Government investment decisions will
Government’s COVID-19 response remains a
provide the Defence Force with the capabilities
critical focus. The Ministry’s work delivering major
required to give effect to the Government’s policy
defence capabilities ensures the Defence Force is
intentions.
well-placed to respond when tasked by Government
and is prepared to safeguard New Zealand. This includes key platform replacements – including
five C-130J-30 Hercules transport aircraft to replace
To accelerate our economic
the existing fleet of C-130H Hercules, and four P-8A
recovery: the Ministry’s work on major
2 Defence capability projects creates
Poseidon maritime patrol aircraft to replace
New Zealand’s aging P-3K2 Orion fleet.
opportunities for New Zealand
businesses – either directly or indirectly through
partnership with international prime contractors.
This includes major infrastructure work at Base
Ōhakea to support the new P-8A Poseidon maritime
surveillance aircraft that will be based there from
2023. Defence is engaging New Zealand
businesses with niche technical expertise to provide
surge capacity to further critical aspects of capability
projects.
Republic of Fiji Military Forces unload humanitarian aid and
disaster relief supplies from an RNZAF C-130H Hercules, following
tropical cyclone Harold
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025
2
OUR ROLE
Tā Mātou Mahi
●●●●
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 9
OUR ROLE AND FUNCTIONS
Ko mātou ngā kaitohutohu matua ki te kāwanatanga mo ngā kaupapa waonga.
Nā mātou hoki, ngā taputapu nunui i hoko, hei āheitanga i roto i ngā ringa o ngā tāne
me ngā wahine o Te Ope Kātua o Aotearoa.
The Ministry of Defence is the Government’s lead civilian advisor on defence. We provide
civilian advice on defence matters to enhance the security and interests of New Zealand and
its people. We also purchase major equipment which becomes a capability when it is used
by service men and women of the Defence Force.
To carry out our role, the Ministry:
provides analysis and advice on New Zealand’s
national security and defence interests and
challenges, across both the short and long
terms
advises the Government on how our Defence
Force can meet current challenges (such as
potential deployments) and possible future
challenges
purchases major defence equipment for use by
the Defence Force as a defence capability1
builds and maintains strong defence
relationships internationally
advises on Defence’s performance and
effectiveness as a system.
The Ministry works closely with the New Zealand
Defence Force and other agencies to carry out
these activities. It also builds and maintains strong
defence connections through defence engagement
with other governments throughout the world,
including our ally Australia, so that New Zealand
can contribute to the security of the Pacific region,
and play our part in addressing defence and
security challenges internationally.
The Ministry’s work can have immediate impact,
such as our advice to deploy Defence Force
Sod turning for the new facilities at Ōhakea as part of
personnel, or long-term implications by determining
the Air Surveillance Maritime Patrol project, involving
and delivering the military capabilities the Defence
Chief of Air Force, Andrew Clark, Minister of Defence,
Force will operate to deliver on the Government’s Hon Peeni Henare, and Deputy Secretary Capability
expectations well into the future. The Ministry also Delivery, Mike Yardley
has a role in shaping how New Zealand
understands and approaches defence and security
matters.
1
In the Defence context, ‘capability’ refers to the personnel, equipment, platforms, and/or other resources that affect the
capacity to undertake military operations.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025WE INFORM AND IMPLEMENT THE Based on the Government’s direction, Defence
develops long-term plans on how these intentions
GOVERNMENT’S POLICY FOR translate into Defence activities and capability
DEFENCE requirements. This includes the Defence Capability
Plan that sets out the detailed capability
The Ministry assesses New Zealand’s strategic
requirements to deliver on these policy settings –
environment and the implications for New Zealand’s
including the people, research and development,
defence policy settings.
infrastructure, processes, information technology,
The Government sets its strategic direction for how equipment, and logistics.
it expects Defence to respond to these challenges,
The Plan allows the Government to communicate its
which the Ministry and Defence Force implement
Defence capability priorities to the public, industry,
together. This direction sets the roles and tasks the
and international partners. It does not represent a
Defence Force is expected to undertake, and guides
final commitment by the Government, as each
choices and priorities in making capability
investment is subject to approval of a business case
purchases, building international defence
that justifies the proposed investment and funding
relationships, and assessing risk and performance.
being available through the Budget process.
Formal Defence Assessment
Examines the strategic outlook and Government direction on Defence Force roles and tasks
implications for New Zealand – informing the Public expression of the Government’s defence policy goals
Government’s Defence policy goals
Public document on the broad timing and scope of
intended defence capability procurement activity
over the long-term (Defence Capability Plan)
Regular focused defence assessments Publicly describes the capability sets needed to deliver
Inform the formal Defence Assessment the Government’s defence policy
Figure 1: How the Ministry informs and implements the Government’s policy for Defence
partnership and collaboration. Contacts are
WE WORK IN PARTNERSHIP WITH extensive and deep, with all Ministry staff interacting
THE DEFENCE FORCE AND with Defence Force counterparts on a daily basis.
INTERNATIONAL PARTNERS The Ministry maintains strong and sustainable
Under the Defence Act 1990, the Secretary of defence relationships with international partners and
Defence is the lead civilian advisor on defence leads strategic thinking to inform Defence policy that
matters and the Chief of Defence Force is the lead supports a resilient New Zealand. The Ministry’s
military advisor and senior military officer. Together, work supports the Government to make the best
the Defence agencies deliver on the Minister of decisions on the direction and tasking of the
Defence’s priorities for the defence portfolio. Defence Force. This includes support for decisions
on the deployment of Defence Force personnel, and
The separation between the two agencies is part of decisions with long-term implications regarding the
New Zealand’s constitutional arrangements. capabilities the Defence Force has in place to
The Ministry and New Zealand Defence Force work deliver on the Government’s expectations in the
very closely together; drawing on their strong, future. The Ministry also supports the Defence
separate civilian and military perspectives. Force to efficiently deliver on Government’s
expectations.
The relationship between the two agencies is led by
the two chief executives and is one of deep
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 11Command of the Navy, Army, Air Force &
Assessment and Lead Civilian Advice
Joint Forces; and Lead Military Advice
PROTECT:
PREPARED: INFORM: VETERANS
New
New Zealand’s Reviews Navy, Army & PROJECT: Providing AFFAIRS:
Zealand’s
strategic Defence system directed by Air Force Armed advice and Respecting
sovereignty
capabilities forces at the supporting Veterans
environment and performance the Minister of generated for
and provide
direction of Government and
security to
interests Defence joint Government decision- honouring
New
operations marking Service
Zealanders
Government to Government Military to Military
Managing international defence relationships
Managing defence capability (accountability shared by the Secretary of Defence and Chief of Defence Force)
Strategic Policy Capability Definition Acquisition Introduction into In Service Disposal
& Selection Service
Primary responsibility of the Ministry Primary responsibility of the NZDF
Collaboration with other defence and wider security sector agencies
Figure 2: Respective roles of the Ministry of Defence and New Zealand Defence Force
WE ARE PART OF THE NATIONAL SECURITY SECTOR
The Ministry is a lead policy agency in the national
security sector. Sector agencies are expected by
Government to operate in a consistently integrated
way. This is to achieve:
coherent and consistent advice to Ministers on
national security, foreign policy, intelligence and
defence issues
the maximum whole of sector performance from
the available resources
the ability to adapt quickly to changes in the
strategic and security environment, including
sudden changes that may occur without
warning
improved attraction, development and retention
Reviewing staff feedback as part of developing the
of skilled people, by providing career pathways
Ministry’s organisational strategy
across the agencies that work on national
security issues, as well as with other sectors.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025The Ministry engages with a number of government
agencies to deliver its work.
GOVERNMENT
NEW ZEALAND SECURITY
COMMUNICATIONS
INTELLIGENCE SERVICE
SECURITY BUREAU
NEW ZEALAND POLICE NEW ZEALAND CUSTOMS
SERVICE
NEW ZEALAND
DEFENCE FORCE
Strategic Partner
DEPARTMENT OF MINISTRY OF BUSINESS,
INTERNAL AFFAIRS INNOVATION AND
EMPLOYMENT
MINISTRY
DEPARTMENT OF THE NATIONAL MARITIME
MARITIME NEW ZEALAND MINISTRY OF FOREIGN
AFFAIRS AND TRADE OF PRIME MINISTER AND
CABINET
COORDINATION CENTRE
DEFENCE
ANTARCTICA MINISTRY OF HEALTH
NEW ZEALAND
THE TREASURY TE KAWA MATAAHO
MINISTRY FOR PRIMARY OFFICE OF THE AUDITOR
INDUSTRIES GENERAL
CROWN LAW AUDIT NEW ZEALAND
Figure 3: Government agencies that the Ministry works with
OUR STAKEHOLDERS
The Ministry’s work programme is often determined The Minister of Defence: We deliver policy
directly by Ministerial and Cabinet decisions. Our advice and assessments.
customers are:
New Zealand Defence Force personnel: We
The Government: With the New Zealand deliver safe, effective systems and equipment
Defence Force, we deliver the people, that become a defence capability for New
relationships, policies and capabilities to meet Zealand when used by Defence Force service
the Government’s policy objectives. men and women.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 13ASEAN Defence Ministers’ Meeting-Plus meeting using videoconferencing under the COVID-19 lockdown in 2020
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-20253
OUR STRATEGIC DIRECTION
Tō Mātou Aronga Rautaki
●●●●
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 15OUR OPERATING ENVIRONMENT
Defence operates in a dynamic environment. The Uncertainty will always be a feature of the global
quality of the Ministry’s performance over the next environment, and the intersection of multiple drivers
four years will depend on how well it responds to will inevitably produce strategic surprises. Out of
challenges that are both external and internal to the this complex global landscape, however, we have
Ministry, some of which may arise without warning. identified two significant and compounding
challenges that we judge will have the greatest
To be successful, the Ministry must:
impact on New Zealand’s security interests over the
understand and advise on changes and trends medium-to-long term:
in the security environment
strategic competition, and
support the Defence Force to carry out its roles
climate change.
and tasks
These challenges are already affecting the strategic
contribute to the work of the national security
environment, and will intersect with other trends and
sector.
discrete events. The global COVID-19 pandemic, as
a particularly acute example, has intensified and
NEW ZEALAND IS SUBJECT TO accelerated pre-existing trends in addition to its
MAJOR NEGATIVE GEOSTRATEGIC substantial direct impacts on human health,
TRENDS wellbeing and security.
Overall, New Zealand’s strategic environment has
Since the end of World War Two, New Zealand has
become substantially more challenging, and this
benefited from a strategic environment primarily
trend is likely to continue and accelerate in coming
defined by an international rules-based system that
years. New Zealand, together with its defence and
reflected New Zealand’s values and supported its
security partners, faces a future strategic
interests. While imperfect, the system of
environment that will be much worse than that of the
international law, norms and institutions contributed
recent past.
to broad stability, provided safeguards against major
conflict, and enabled collective action on a range of
issues.
Today, with the world undergoing a period of major
geopolitical change, New Zealand can no longer
rely, as it has previously, on the consistency and
coherence of that system to protect its interests.
Indonesian soldiers help offload 10.6 tonnes of aid supplies brought by an
RNZAF C-130H Hercules aircraft to Palu, the Indonesian port city devastated
by a 7.5 magnitude earthquake and tsunami in September 2018
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025THE MINISTRY’S 2021-2025 STRATEGY
OUR STRATEGIC FOCUS
The Ministry has developed a new organisational strategy to apply from 1 July 2021. This identifies a new
Purpose and Vision for the Ministry:
OUR PURPOSE Safeguarding New Zealand
TĀ MĀTOU KAUPAPA Kia tū pakari ai te pā tūwatawata o Aotearoa
OUR VISION Thought leaders strengthening national security in an uncertain world
TĀ MĀTOU WAWATA Ko mātou ngā kaitātaki whakaaro e whakakaha ana i tō tātou haumarutanga ā-motu
i tēnei ao pāhekeheke
The Ministry has identified four Focus Areas (Ngā Aronga) to deliver this Vision over the next three years. The
objectives under each Focus Area are set out on the next pages.
Supporting Informing
talented and decisions with
diverse people strategic insight
Te taunaki i ngā Te whakamōhio i
tangata ihumanea ngā whakatau mā
matahuhuaI te rautaki
Delivering to Engaging
strengthen New Zealanders
national security on defence
Te koke kia kaha Te whakatoro i te
ake ai te kaupapa waonga
haumarutanga ā- ki a Ngāi
motu Aotearoa
How we measure our performance
The Ministry’s performance is assessed against a range of measures, including Ministerial satisfaction surveys
and an independent review of policy advice. For major Defence capability projects, there are measures of quality,
timeliness and requirements, as well as delivery of benefits and forecasting. Assessments against these
measures are reported in our Annual Report. During the course of 2021/22 the Ministry will develop additional
measures to determine progress against new activities in the four Focus Areas.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 17SUPPORTING TALENTED AND DIVERSE PEOPLE
1 TE TAUNAKI I NGĀ TANGATA IHUMANEA MATAHUHUA
Our objectives What we’ll do
A place where talented and diverse people feel included Develop and implement a new People Strategy,
and able to do their best work including a diversity and inclusion strategy
Prioritise unconscious bias and building cultural
intelligence development for our people
Ministry people are consistently supported and developed Create and implement a people leaders’
to be successful in their work development programme to ensure all staff are
being developed and supported to be successful
in their work
The Ministry is culturally competent Develop our understanding of tikanga, te reo and
te Tiriti
The Ministry’s people are our greatest asset. We will
develop a new People Strategy that ensures our
talented staff are supported and developed to be
successful in their work.
We are committed to the kaupapa of having a
workplace where everyone feels valued and
included and that our staff reflect the diverse
makeup of New Zealand society.
We will focus on building our capability and
understanding of tikanga, te reo and te Tiriti that
recognises the Ministry’s contribution to Māori –
Crown relations and strengthens our identity as an
organisation anchored to this country.
The Manatū Kaupapa Waonga o Te Rautaki Reo
Māori plan outlines how we will use and celebrate te
reo Māori throughout our publications and
communications. This, and the Ministry’s Whāinga Ministry staff collaborating on the development of a new
Amorangi Phase One Plan, will be regularly organisational strategy
reviewed and updated to grow the Ministry’s
capability.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025INFORMING DECISIONS WITH STRATEGIC INSIGHT
2 TE WHAKAMŌHIO I NGĀ WHAKATAU MĀ TE RAUTAKI
Our objectives What we’ll do
Everyone brings whole-of-Ministry insight to their work Develop a process to enable cross-agency teams
to deliver organisational objectives
Our decisions are visibly evidence-based Develop our capabilities to utilise data insights to
inform Defence advice
We bring a deep understanding of NZDF to decisions Supporting a structured programme of visits and
engagements with NZDF camps, bases,
exercises and capabilities
Build our understanding of military matters and
experience in engaging the NZDF to inform
Ministry advice/decision making
We engage thoughtfully with our stakeholders A deliberate customer engagement approach that
involves Defence Industry, including:
draft a Public Value and Progressive
Procurement Policy
identify opportunities for Māori and Pasifika
business in Defence
A new focus for the duration of this Statement of
Providing insight Intent is to strengthen our capabilities to utilise data
Insight informs all the Ministry’s work, but is insights to inform Defence advice. We will also build
particularly important for our defence assessments, our understanding of military matters and
reviews of defence policy settings, and for our experience in engaging the Defence Force to inform
advice to government on defence deployments and our advice.
defence capability investments, including the The Ministry works with the Defence Force, and
defence estate. other partner agencies as appropriate, to produce
Our work ensures that Defence is able to keep pace Defence planning scenarios for a range of roles and
with changes in the international environment and tasks. These will support Defence Force’s planning
possible implications for New Zealand’s national activities, including for capability development and
security interests, defence policy and the contingency planning.
capabilities required by the Defence Force to fulfil its
roles and tasks. Collaboration with the national security
Insight is built and given through the Ministry’s sector
international defence engagements and academic Ministry insight also contributes to key Government
outreach with partners, both domestically and priorities for the sector. These include whole-of-
internationally. government activity on contemporary security
issues, such as Pacific security, climate change,
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 19space and cyber policy issues. The Ministry will New Zealand’s domestic and international security
work closely with security sector partners to objectives, the overarching political and security
leverage collective capability in order to meet new environment, human rights and legal considerations,
and evolving security challenges. It will also work and the more specific question of how the Defence
with sector partners to develop policy in new Force could best contribute to a particular mission.
national security and defence policy areas. This will A central concern is always the safety and security
ensure appropriate capability is being developed to of Defence Force personnel deployed overseas.
meet New Zealand’s long term needs, and that the
The Ministry also engages closely with counterparts
sector is working together effectively and efficiently,
from New Zealand’s security partners on
without unnecessary duplication. (See also focus
deployment activities.
area 3.)
Whether the New Zealand Defence Force will
Advice on Defence Force deployments deploy, under what conditions and the level of
commitment, is decided by the Government of the
New Zealand deploys Defence Force personnel and day.
assets overseas to contribute to major peace
support operations, maritime security, logistics, International security challenges necessitating an
training missions and other activities supporting the international military response are inherently
international rules-based system. Each of these complex, requiring civilian and military advice. The
international deployments is mandated by Cabinet, Ministry expects its role in providing policy advice in
usually for periods of up to two years at a time. this space to continue to grow.
The Ministry leads the development of advice to Mandates for current deployments that will expire
Government on deployments, working in tandem during the period of this Statement of Intent for
with the New Zealand Defence Force, Ministry of which the Ministry will prepare advice for
Foreign Affairs and Trade and other agencies. This government include the following:
advice considers a wide range of issues, including
whether a contribution would support
Figure 4: New Zealand Defence Force deployments as at early September 2021. This includes Antarctica
logistics support and NZDF’s capacity-building work in the Pacific.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025Deployment Description Mandate Expiry Date
Defeat ISIS Coalition Military contribution to the Defeat ISIS 30 June 2022
Coalition, countering violent extremism in
(Iraq and Middle East Region) the Middle East
Maritime Security and Stability Contribution to the Combined Maritime 30 June 2022
Operations in the Middle East Forces, including Combined Task Force
150 and UK Maritime Trade Organisation
(Bahrain and Dubai)
Multinational Force and Observers Contributing to a peace support operation 30 September 2022
Mission (MFO) in the Sinai Peninsula, including a New (main contingent)
Zealand Force Commander and contingent
(Sinai Peninsula, Egypt) 31 March 2023 (Force
Commander contingent)
UN Mission in South Sudan (UNMISS) Contributing to a peace support operation 30 June 2022
in North Africa
(South Sudan)
UN Treaty Supervision Organization Contributing to a peace support operation 30 September 2022
in the Middle East
(Israel, Lebanon, Syria)
Monitoring UN Security Council sanctions P-3K2 deployments in support of UN 30 September 2022
against North Korea sanctions against North Korea
Operation Gallant Phoenix (Jordan) Multi-agency deployment to an intelligence 30 June 2023
fusion centre that counters violent
extremism in all forms
UN Command & Military Armistice Deployment supporting peace and stability 31 August 2023
Commission on the Korean Peninsula
(Republic of Korea)
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 21Engaging with industry Panel puts in place an open and proven pool of
suppliers which project teams can directly access. It
As part of our new strategy we will be taking a will support the efficient use of resources.
deliberate customer engagement approach that
involves Defence Industry. In December 2020, the Government announced that
it will support economic and social outcomes for
The cost of capability projects currently in delivery is Māori with a progressive procurement policy that
around $5.8 billion. Much of this investment is still to targets Māori businesses. Cabinet agreed to set a
be spent. Once introduced into service, the target for mandated government agencies, which
capabilities currently in delivery will need to be includes the Ministry, to award five percent of their
supported and maintained. The partnership this procurement contracts annually to Māori
creates with Defence industry is deep and wide- businesses.
ranging. Given the scale and complexity of the
Government’s investment in Defence capability, The Ministry has commenced working with Amotai,
prime contractors tend to be large international the New Zealand Government’s intermediary for
suppliers. The opportunities, however, for supplier diversity working across the country to
New Zealand companies to partner with prime connect government agencies to Maori and Pasifika
contractors in the acquisition and through-life owned businesses. We are working closely with
support of the capabilities acquired by the Ministry Amotai to identify opportunities and overcome
are significant. barriers for Māori and Pasifika businesses to
engage in the Defence sector.
Given one of industry’s role is to support capability
projects by providing specialist technical and COVID-19 has had an impact on many businesses,
engineering expertise, the Ministry has streamlined including those in the Defence sector. The Ministry
its approach to accessing this support. A Technical is regularly engaged through the New Zealand
and Support Services Panel has been established Defence Industry Association (NZDIA) and the
to provide access to support in such areas as test New Zealand Defence Industry Advisory Council
procedures, technical evaluations, assistance with (NZDIAC) to monitor the health of the sector and
due diligence, and as the technical authority in the identify any opportunities to further support
design and build of platforms. Previously these businesses.
services were provided on an ad hoc basis. The
Deputy Secretary Capability Delivery, Mike Yardley, presents at an event awarding a Minister of
Defence Award of Excellence to CAE New Zealand for work installing the NH90 simulator
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025DELIVERING TO STRENGTHEN NATIONAL SECURITY
3 TE KOKE KIA KAHA AKE AI TE HAUMARUTANGA Ā-MOTU
Our objectives What we’ll do
The Ministry is influential internationally and across the Targeted international engagement informed by a
national security sector regularly refreshed International Defence
Engagement Strategy
Defence supports a secure, stable and resilient
Pacific
Partnering with the Pacific, including through
the regional security architecture
Assisting Pacific partners to address security
challenges
A coherent and integrated policy and strategy system Develop a policy and strategy framework that
supports long-term planning
Delivering capability as promised Deliver on the Defence Capability Plan
Optimising the Capability Management System to
ensure it is contemporary
Realistic scoping and forecasting that can adapt
delivery to changing context
The impact of our delivery is measured to inform future Develop and embed measurement into our work
decisions
Implement Operation Burnham Inquiry recommendations Implement the recommendations of the Expert
Review Group
Policy and legislation to establish the Inspector-
General of Defence function
Engagement Strategy that reflects Government
International engagement priorities for Defence.
The Ministry works with the Defence Force to shape The purpose of the Strategy is to:
New Zealand’s relationships with foreign militaries
and security organisations. We provide advice to identify and prioritise the international defence
Government and direction on international defence relationships that add value to New Zealand
relationships to maximise New Zealand’s security determine where and how the Ministry and
and broader interests. Having a network of strong Defence Force should focus resources that
international relationships serves to protect and contribute to international defence engagement,
advance New Zealand’s interests. to maximise the value to New Zealand
Working with the Defence Force, the Ministry has identify and track initiatives that help us achieve
developed an overarching International Defence our defence engagement objectives.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 23The Strategy ensures defence relationships support Long-term capability planning
broader defence, security and foreign policy
objectives, and inform decision-making. To deliver on the Government’s policy intentions,
the Defence agencies undertake long-term planning
The Ministry has a role in representing New Zealand to allow for sustainable, high-value investments to
at bilateral, regional and multilateral engagements. be considered. We intend to develop a policy and
Major engagement activities include: strategy framework to support this.
supporting the Minister of Defence’s Defence’s long-term investment planning assists
international travel programme and hosting decision-makers to consider the relative value of
visitors to New Zealand military capabilities and indicative capital and
supporting the international engagement operating funding tracks over a 15 to 20 year period
activities of the Secretary of Defence, Chief of to deliver a sustainable and coherent defence force.
Defence Force and tier-two Defence leadership Defence continues to enhance and strengthen the
analytical tools employed, including the use of
annual or biennial bilateral defence dialogues scenarios to assess future capability requirements.
with New Zealand’s defence partners
The timing and description, and cost of individual
active involvement in regional fora, such as the capability investments in the Plan are indicative.
South Pacific Defence Ministers’ Meeting and Investment intentions are subject to Cabinet
the ASEAN Defence Ministers’ Meeting-Plus approval of individual business cases justifying the
attending major international defence investment, and funding being available through the
conferences. budget process, taking into account other
government priorities.
Video conference attendees for the 2021 ASEAN Defence Senior Officials’ Meeting Plus
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025Defining and selecting military Managing the capability portfolio
capability Defence’s capability portfolio management provides
The Ministry and Defence Force work together to an important link between planned investments and
define the future Defence capabilities that are those projects that are already in delivery.
required, and then prepare business cases to Defence has continued to develop and utilise
enable Government to make an investment capability portfolio management tools to enable
decision. Using the Government’s Better Business planning and options for Government around the
Case model, projects progress through the stages future scope and schedule of Defence capability
of the investment process, supported by business investments.
cases at each stage – from initial thinking in the
The portfolio function examines the pipeline of
Indicative Business Case, a decision to go to market
investments, and potential for deferral and
through the Detailed Business Case or Single-Stage
reprioritisation so that decision makers have
Business Case, and then the final decision on the
response options that continue to maximise
capability through the Project Implementation
efficiency and value. Options cover whole-of-
Business Case.
enterprise interests, and including readiness and
personnel availability. There is also a portfolio
monitoring function that provides health reports and
occasional deep dives into specific areas of concern
so that governance boards can be assured the
portfolio isn’t unduly ‘overheating’ or running
inefficiently.
HMNZS Te Kaha sails out of Esquimalt Harbour, Canadian Forces Base Esquimalt, British Columbia,
on 10 September 2020, to conduct sea trials following refit
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 25Delivering capability
The Ministry is managing the delivery of capability
projects with a total value of $5.789 billion. Details
of these projects can be found in the Ministry’s
Annual Report for 2020/21.
In the period of this Statement of Intent, the Ministry
will deliver two once-in-a-generation platform
replacements:
four P-8A Poseidon maritime patrol aircraft to
replace the P-3K2 Orion fleet
five C-130J-30 Hercules transport aircraft to
replace the current Hercules fleet.
As with the Poseidons, the Hercules will be
delivered through the US Foreign Military Sales
process. Delivery of the Poseidons will commence
in 2023, and the Hercules in 2024.
The upgrades to the Anzac frigates will be
completed in the early 2020s, at which point the
they will provide a greater capability to the Defence
Force than at any time since their introduction in the
1990s.
Replacement of the Defence Force’s major
capabilities will not be a case of like-for-like
replacement. The delivery of the replacement vessel
to support the NZDF’s dive and hydrographic
capability, and the new maritime sustainment
capability shows the Defence Force of tomorrow will
be very different. All Defence capabilities are now
dependent on information capabilities. Space-based
systems are increasingly relied on for
communication, navigation and transport, and the
management of infrastructure. The Defence Force’s
capacity to process, analyse and distribute
information needs to be enhanced to match the
greater levels of data able to be gathered from
upgraded intelligence, surveillance and
reconnaissance platforms.
Steel cutting for the new multi-purpose armoured
Bushmaster vehicles
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025Joint management of Defence The purpose of IPTs is to enable a collaborative
way of working on major projects across the CMS
capability and drive end to end thinking at the project level and
The joint Defence Capability Management System across the capability portfolio. This allows Defence
(CMS) has been designed to reduce risk and to consider the procurement and sustainment for
enhance the successful delivery of Defence capabilities while developing the requirements. This
capability projects. It provides assurance that sets up projects for success because all
capability projects follow best practice tailored to the components for successful delivery are considered
Defence environment and sets the standards which up front and together.
governance apply to successfully deliver the IPT membership is based on the technical and
expected outcomes and benefits. Key elements of business functions required to define, develop and
the CMS are the integrated project team concept; a deliver a supportable capability, and is closely
fit for purpose governance structure; and guidance, aligned to the requirements of the project cycle. In
tools, practices and policies. These are continuously addition to the core team, an IPT leader is
updated to ensure the system remains effective, fit supported by a range of Defence Force and Ministry
for purpose, and in line with best practice. internal business partners. This approach
integrates professional project management
Integrated Project Teams
disciplines with specialist military advice.
Integrated Project Teams (IPTs) are established for
major capability projects. These comprise personnel Governance of major defence capability projects
from both the Ministry and Defence Force, and Defence’s joint system of governance and
include professional project specialists and subject management of our military capability projects,
matter experts. IPTs are designed to deliver reflects the shared responsibilities of the Secretary
excellence in capability delivery within the of Defence and Chief of Defence. There are
New Zealand context. The IPT Leader is the single governance bodies with overall system and
point of accountability for the success of the project. portfolio-level governance responsibilities, as well
as project governance bodies that oversee the
development and delivery of specific, new or
enhanced capabilities.
Ministry and NZDF leadership providing governance for major defence capability projects
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 27Vision for the Capability Management System
In December 2020, Defence issued an updated
International Exemplar 2025, which sets the vision
for the CMS. It describes the seven key components
of capability management that Defence strives to
operate at a high state of maturity:
capability requirement identification and
management
risk identification, monitoring and management
estimation and forecasting of cost, schedule
and benefits
investment system maturity
commercial practice – beyond contract writing,
monitoring and delivery
capability integration and change management
through life capability management and
operation excellence.
External reviews of the system
In 2018, the Ministry commissioned Sir Brian Roche
and PricewaterhouseCoopers to undertake a review
of Defence Procurement Policies and Practices for
Major Capability Projects to confirm that the CMS is
functioning as intended. The 2018 Review and a
follow-up Review in 2019, affirmed that the CMS
provides decision makers with a strong level of
confidence and assurance to support informed
decision-making.2
A further follow-up review by Sir Brian Roche and
PricewaterhouseCoopers commenced in June
2021. Findings will be delivered in the second half of
2021.
HMNZS Aotearoa
2
Both of these reviews can be found on the Ministry’s website at https://www.defence.govt.nz/publications.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025Implementing Operation Burnham to implement the recommendations of this review
once it has been considered by government.
Inquiry Recommendations
In February 2021 Cabinet directed the Ministry lead
The Ministry is working with the NZDF and other the development of policy and legislative advice on
relevant agencies on implementation of the the recommendation to establish an independent
recommendations in the Report of the Government Inspector General of Defence. Policy development
Inquiry into Operation Burnham and related matters is well underway. An officials steering group with
(the Report) that was publicly released on 31 July representatives from a number of agencies has
2020.3 been established as directed by Cabinet. The
One of the recommendations was to establish an Ministry reports to the Minister of Defence and the
expert review group to enable the Minister to satisfy Attorney-General who are jointly responsible for this
himself “that NZDF’s organisational structure and work.
record-keeping and retrieval processes are in The other two Inquiry recommendations related to a
accordance with international best practice and are Defence Force Order on civilian casualties (now
sufficient to remove or reduce the possibility of completed), and detention policies and procedures
organisational and administrative failings of the type (led by the Ministry of Foreign Affairs and Trade).
identified in [the Inquiry’s] report”. The Ministry has Further details about the Ministry’s involvement in
supported the Expert Review Group, chaired by that work is provided in the Ministry’s 2020/21
former Auditor-General and Controller, Lyn Provost, Annual Report.
under its audit and assessment function. The review
report was presented to the Minister of Defence in
September 2021. The Ministry will work with NZDF
Ministry staff meeting under COVID-19 restrictions
3
The Report of the Government Inquiry into Operation Burnham and related matters is available from
https://operationburnham.inquiry.govt.nz.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 29ENGAGING NEW ZEALANDERS ON DEFENCE
4 TE WHAKATORO I TE KAUPAPA WAONGA KI A NGĀI
AOTEAROA
Our objectives What we’ll do
New Zealanders understand security issues, Defence's Develop and implement a communications
role and the value of the Ministry strategy
Develop a statement of transparency for Defence
We actively seek the input of New Zealanders on our Develop a stakeholder engagement framework
work that is used by Ministry staff to lead their
engagement activities
information about the initiation and progress of the
Understanding security issues and major, multi-year Defence capability projects
Defence decisions managed by the Ministry. An independent review
process of the information compiled for each edition
The Ministry will expand its communications to the
is undertaken currently by Audit New Zealand and
public on Ministry activities, decisions on Defence
provides a level of assurance to readers.
policy settings, the deployment of Defence Force
personnel, and Defence capability. The main
channel for this information is currently the
Engaging on Defence
Ministry’s website. The Ministry will undertake work to ensure its
In addition to proactively publishing defence advice domestic engagement work is effective and identify
to Cabinet and the associated decisions, the opportunities for further outreach. This is separate
Ministry produces an annual Major Project Reports to work engaging industry referred to in focus area
for the Foreign Affairs, Defence and Trade Select 2, and the international engagement referred to in
Committee. These provide highly detailed focus area 3.
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-20254
OUR CAPABILITY
Ō Mātou Āheinga
●●●●
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 31HOW THE MINISTRY DELIVERS OUR WORK
delivery staff include project management
ABOUT THE MINISTRY professionals who lead multi-million dollar projects
The Ministry is a civilian agency of about 165 staff, which acquire military equipment for the Defence
most of whom are based in Wellington. Our Force.
numbers have grown from around 60 staff employed The Ministry’s culture and the way we work is
in 2015. Our staff come from a variety of important to the organisation.
backgrounds. We employ policy advisors and
analysts, corporate and finance staff. Our capability Our Spirit and Character is to be:
INFLUENTIAL COLLABORATIVE COURAGEOUS
KIA WHAI MANA KIA MAHI TAHI KIA KAHA
Our work shapes the agenda and We work together and in We do the right thing, even when
our advice is persuasive partnership. We build trusted that is personally and
relationships to understand what’s professionally hard
going on and get things done
DYNAMIC PRAGMATIC PROFESSIONAL
KIA HIHIRI KIA WHAI KIKO KIA NGAIO
We see where change will improve We find a way; we are practical, People know us for our integrity,
results, we self-start it, and we see resourceful, and hard-nosed skills and attitude
it through
The Ministry is organised around its civilian advice communications services, and some security
and capability delivery roles. services.
The Ministry has shared services arrangements with The Ministry is made up of four divisions:
the New Zealand Defence Force for property, IT and
Governance,
Policy and Capability People and
Finance
Planning Delivery Executive
Services
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025We believe our size is an advantage because each
person can see the results of their own effort in what
we collectively deliver. In this way, every person
counts.
To continue our success, we have to attract and
retain the best people. Our aim is to be a place
where people do their best work, get great
opportunities, see their contribution recognised and
feel both valued and included.
During this course of this Statement of Intent, the
Ministry will develop a refreshed People Strategy
that draws on the Papa Pounamu priority
commitments for the public service.
The majority of the Ministry’s departmental costs are
on personnel.
Operating
expenses
Personnel
expenses
$25m
$20m
$15m Ministry staff members collaborating to develop a new
organisational strategy
$10m
$5m
$m
2016 2017 2018 2019 2020 2021
Figure 5: Departmental expenditure by category in
2020/21 (top) and over five years (bottom)
STATEMENT OF INTENT TAUĀKĪ WHAKAMAUNGA ATU 2021-2025 33VOTE DEFENCE The components of our operating model can be
summarised as:
The Ministry delivers its work through a
departmental appropriation as well as operating a People. People who can deliver results through
Crown capital appropriation on behalf of the Minister partnership, in accordance with our values, and
of Defence for its work procuring major military who get great opportunities through their role
equipment. with the Ministry.
$25m Partnerships. We deliver in partnership with
the New Zealand Defence Force, our sector,
$20m Defence Industry suppliers and our
international defence partners.
$15m Customers. We deliver for the Government,
which has determined our priorities; for the
$10m Minister of Defence, who receives our advice;
and for the Defence Force service men and
$5m
women, who use the defence equipment we
deliver.
$0m
Results. Defence has the people, policies
relationships and combat capabilities to meet
the Government’s objectives now and in the
$600m future.
$500m
$400m
$300m
$200m
$100m
$0m
Figure 6: The Ministry's work is delivered through a
departmental appropriation (top) and a Crown
capital appropriation (bottom) for delivering Defence
capabilities
Crown funding for the delivery of Defence
capabilities is allocated after Cabinet approval of
business cases for the specific projects.
OUR STEWARDSHIP PRIORITIES
The Ministry manages itself in the same way it
manages its business activities – with both the short
term and the longer term in mind.
Our operating model is to deliver through people
and partnerships, for customers and results. Our
people are our most valuable asset and we seek to
maximise their contributions through a strong
learning and development culture.
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